Part 1 | |||||||||||
Customer | Gross Profit | Share of support cost | Profit after | Profit % | |||||||
based on Revenue | support costs | (Expressed as a % of Revenue) | |||||||||
A | $ 1,50,000 | $ 1,00,000 | $ 50,000 | 12.50% | |||||||
B | $ 2,00,000 | $ 1,25,000 | $ 75,000 | 15.00% | |||||||
C | $ 2,30,000 | $ 1,50,000 | $ 80,000 | 13.33% | |||||||
D | $ 4,20,000 | $ 2,50,000 | $ 1,70,000 | 17.00% | |||||||
E | $ 5,90,000 | $ 3,75,000 | $ 2,15,000 | 14.33% | |||||||
Totals | $ 15,90,000 | $ 10,00,000 | $ 5,90,000 | ||||||||
Part 2 | |||||||||||
Computation of ABC rate | |||||||||||
Activity | OH Costs(Col 1) | No. of activity base(Col 2) | Activity Rate(Col 1 / Col 2) | ||||||||
Sales Visits | $ 4,86,000 | 270 | $ 1,800.00 | per visit | |||||||
Products Modification | $ 2,60,000 | 200 | $ 1,300.00 | per modification | |||||||
Phone Calls | $ 92,000 | 7,360 | $ 12.50 | per minute | |||||||
E-Mail/Electronic communication | $ 1,62,000 | 6,750 | $ 24.00 | per communication | |||||||
Allocation of Overhead Costs | |||||||||||
Customer A | Customer B | Customer C | Customer D | Customer E | |||||||
Activity Based usage | Activity Based usage*ABC rate | Activity Based usage | Activity Based usage*ABC rate | Activity Based usage | Activity Based usage*ABC rate | Activity Based usage | Activity Based usage*ABC rate | Activity Based usage | Activity Based usage*ABC rate | ||
Sales Visits | 15 | $ 27,000.00 | 25 | $ 45,000.00 | 40 | $ 72,000.00 | 90 | $ 1,62,000.00 | 100 | $ 1,80,000.00 | |
Products Modification | 15 | $ 19,500.00 | 15 | $ 19,500.00 | 40 | $ 52,000.00 | 60 | $ 78,000.00 | 70 | $ 91,000.00 | |
Phone Calls | 1030 | $ 12,875.00 | 1120 | $ 14,000.00 | 1370 | $ 17,125.00 | 1720 | $ 21,500.00 | 2120 | $ 26,500.00 | |
E-Mail/Electronic communication | 625 | $ 15,000.00 | 875 | $ 21,000.00 | 1000 | $ 24,000.00 | 2000 | $ 48,000.00 | 2250 | $ 54,000.00 | |
Total Overhead Cost allocated | $ 74,375.00 | $ 99,500.00 | $ 1,65,125.00 | $ 3,09,500.00 | $ 3,51,500.00 | ||||||
Customer | Gross Profit | ABC Costs | Profit after | Profit % | |||||||
support costs | (Expressed as a % of Revenue) | ||||||||||
A | $ 1,50,000 | $ 74,375 | $ 75,625 | 18.91% | |||||||
B | $ 2,00,000 | $ 99,500 | $ 1,00,500 | 20.10% | |||||||
C | $ 2,30,000 | $ 1,65,125 | $ 64,875 | 10.81% | |||||||
D | $ 4,20,000 | $ 3,09,500 | $ 1,10,500 | 11.05% | |||||||
E | $ 5,90,000 | $ 3,51,500 | $ 2,38,500 | 15.90% | |||||||
Totals | $ 15,90,000 | $ 10,00,000 | $ 5,90,000 | ||||||||
Ellie Mosk, CEO of X-Space Industries, decided to expand the company's product offering beyond the core...
Ellie Mosk, CEO of X-Space Industries, decided to expand the company’s product offering beyond the core model rocket business. After investigation, she decided to set up a separate division to design and manufacture products for the drone market. Several companies were interested in having X-Space develop these drones, and financial results, to date, have been encouraging. Revenue was $4 million, gross margins have been running about 40%, and the customer sales and support costs were $1 million. However, there is...
Ellie Mosk, CEO of X-Space Industries, decided to expand the company's product offering beyond the core model rocket business. After investigation, she decided to set up a separate division to design and manufacture products for the drone market. Several companies were interested in having X-Space develop these drones, and financial results, to date, have been encouraging. Revenue was $4 million, gross margins have been running about 40%, and the customer sales and support costs were $1 million. However, there is...
Ellie Mosk, CEO of X-Space Industries, decided to expand the company's product offering beyond the core model rocket business. After investigation, she decided to set up a separate division to design and manufacture products for the drone market. Several companies were interested in having X-Space develop these drones, and financial results, to date, have been encouraging. Revenue was $4 million, gross margins have been running about 40%, and the customer sales and support costs were $1 million. However, there is...
Ellie Mosk, CEO of X-Space Industries, decided to expand the company’s product offering beyond the core model rocket business. After investigation, she decided to set up a separate division to design and manufacture products for the drone market. Several companies were interested in having X-Space develop these drones, and financial results, to date, have been encouraging. Revenue was $4 million, gross margins have been running about 40%, and the customer sales and support costs were $1 million. However, there is...
Ellie Mosk, CEO of X-Space Industries, decided to expand the
company’s product offering beyond the core model rocket business.
After investigation, she decided to set up a separate division to
design and manufacture products for the drone market. Several
companies were interested in having X-Space develop these drones,
and financial results, to date, have been encouraging. Revenue was
$4 million, gross margins have been running about 40%, and the
customer sales and support costs were $1 million. However, there is...
Ellie Mosk, CEO of X-Space Industries, decided to expand the company's product offering beyond the core model rocket business After investigation, she decided to set up a separate division to design and manufacture products for the drone market. Several companies were interested in having X-Space develop these drones, and financial results, to date, have been encouraging. Revenue was $4 million, gross margins have been running about 40%, and the customer sales and support costs were $1 million. However, there is...
Ellie Mosk, CEO of X-Space Industries, decided to expand the company’s product offering beyond the core model rocket business. After investigation, she decided to set up a separate division to design and manufacture products for the drone market. Several companies were interested in having X-Space develop these drones, and financial results, to date, have been encouraging. Revenue was $4 million, gross margins have been running about 40%, and the customer sales and support costs were $1 million. However, there is...
Ellie Mosk, CEO of X-Space Industries, decided to expand the company’s product offering beyond the core model rocket business. After investigation, she decided to set up a separate division to design and manufacture products for the drone market. Several companies were interested in having X-Space develop these drones, and financial results, to date, have been encouraging. Revenue was $4 million, gross margins have been running about 40%, and the customer sales and support costs were $1 million. However, there is...
Ellie Mosk, CEO of X-Space Industries, decided to expand the
company’s product offering beyond the core model rocket business.
After investigation, she decided to set up a separate division to
design and manufacture products for the drone market. Several
companies were interested in having X-Space develop these drones,
and financial results, to date, have been encouraging. Revenue was
$4 million, gross margins have been running about 40%, and the
customer sales and support costs were $1 million. However, there is...
2 parts only
Ellie Mosk, CEO of X-Space Industries, decided to expand the company's product offering beyond the core model rocket business After Investigation, she decided to set up a separate division to design and manufacture products for the drone market. Several companies were interested in having X-Space develop these drones and financial results, to date, have been encouraging. Revenue was $4 million, gross margins have been running about 40%, and the customer sales and support costs were $1 million....